项目经理教程第十周

ProjectManagement

10.GlobalProjectManagementWeek10TodaywelearntoapplytheprojectmanagementframeworktoITprojectswithinaglobalcontextGray&Larson,2006,Ch’s12and15.ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsWhatisprojectpartnering?ProjectPartneringisaprocessof

transformingcontractualarrangementsintoacohesive,collaborativeteamthatdealswithissuesandproblemsencounteredto

meetacustomer’sneedsProjectPartneringisaprocessoftransforming

contractualarrangementsintoacohesive,collaborativeteamthatdealswithissuesandproblemsencounteredtomeetacustomer’sneedsAssumptions1.thetraditionaladversarialrelationshipbetweentheownerandcontractorisineffectiveandself-defeating2.thatbothpartiessharecommongoalsandwillmutuallybenefitReducedadministrativecostsBetterresourceuseImprovedcommunicationImprovedperformanceAdvantagesDisadvantages?ExistenceofcommongoalsHighcostsoftheadversarialapproachSharedbenefitsofthecollaborativeapproachThesethingshelpThesethingsdon’tConflictinggoalsLackoftrustHighlyformalrelationshipPushingpeoplebeforetheyarereadyIt’snotaseasyasitsoundsSubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioSubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioGoalalignment?SubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioMaximiserevenue,minimisecostsCheapandconvenientReliablemargin,ontimeandbudget,

generatemorework

customersatisfaction&minimiseriskSubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioMaximiserevenue,minimisecostsCheapandconvenientReliablemargin,ontimeandbudget,

generatemoreworkcustomersatisfaction&minimiseriskConflict!Thesubcontractorwantstouseexistingsystemsandprocesses,whichmayhelptheP.O.’sabilitytomanagecosts,butmightrestrictit’sabilitytogenerategoodwillthroughlackofflexibility.SubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioMaximiserevenue,minimisecostsCheapandconvenientReliablemargin,ontimeandbudget,

generatemorework

customersatisfaction&minimiseriskConflict!TheP.O.wantstomanageit’sdeliverytobeontimeandontarget.Thishelpstheclientminimiserisk,butdecreasesflexibility.Newcustomerrequirementswillbehardertoimplement.SubContractorEndCustomerPerformingorganisationClientorganisationConsiderthisscenarioMaximiserevenue,minimisecostsCheapandconvenientReliablemargin,ontimeandbudget,

generatemorework

customersatisfaction&minimiseriskConflict!Theclientorganisationwantstomaximisecustomersatisfaction,whichmayleadtotryingtoincludeallpossibleclientrequirements.Thiswillprobablymakethesolutiontoocomplexformostcustomerswhowantacheapandconvenientsolution.SubContractorEndCustomerPerformingorganisationClientorganisationCollaboratingisn’talwayseasy.Maximiserevenue,minimisecostsCheapandconvenientReliablemargin,ontimeandbudget,

generatemorework

customersatisfaction&minimiseriskConflict!Conflict!Conflict!ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsPartneringRelationships

Mutualtrustformsthebasisforstrongworkingrelationships.Sharedgoalsandobjectivesensurecommondirection.

Jointprojectteamexistswithhighlevelofinteraction.

Opencommunicationsavoidmisdirectionandbolstereffectiveworkingrelationships.Long-termcommitmentprovidestheopportunitytoattaincontinuousimprovement.TraditionalPractices

Suspicionanddistrust;eachpartyiswaryoftheother.Eachparty’sgoalsandobjectives,whilesimilar,aregearedtowhatisbestforthem.Independentprojectteams;teamsarespatiallyseparatedwithmanagedinteractions.Communicationsarestructuredandguarded.Singleprojectcontractingisnormal.KeyPracticesinPartnershipsTable12.1ProjectPartneringFramework

(Gray&Larson,2006,p384)PartneringRelationships

Objectivecritiqueisgearedtocandidassessmentofperformance.Accesstoeachother’sorganizationresourcesisavailable.TotalcompanyinvolvementrequirescommitmentfromCEOtoteammembers.Integrationofadministrativesystemsequipmenttakesplace.Riskissharedjointlyamongthepartners,encouraginginnovationandcontinuousimprovement.TraditionalPractices

Objectivityislimitedduetofearofreprisalandlackofcontinuousimprovementopportunity. Accessislimitedwithstructuredproceduresandself-preservationtakingpriorityovertotaloptimization.Involvementisnormallylimitedtoproject-levelpersonnel.Duplicationand/ortranslationtakesplacewithattendantcostsanddelays.Riskistransferredtotheotherparty.KeyPracticesinPartnershipsFigure12.1ProjectPartneringFramework

(Gray&Larson,2006,p384)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsTypesofContractsTypesofContractsFixedPriceCostPlusTypesofContractsFixedPriceCostPlusAKALumpSumAKATimeandMaterialsTypesofContractsFixedPriceThecontractorlowestbidagreestoperformallworkspecifiedinthecontractatafixedprice.DisadvantagesMoredifficultandmorecostlytoprepare(forclient)Theriskofunderestimatingprojectcosts(forcontractor)ContractadjustmentsRe-determinationprovisionsPerformanceincentivesTypesofContractsCostPlusContractorisreimbursedforalldirectallowablecosts(materials,labor,travel)plusprior-negotiatedfee(setasapercentageofthetotalcosts)tocoveroverheadandprofit.Risktoclientisinrelyingonthecontractor’sbesteffortstocontaincostsControlsoncontractorsperformanceandscheduleincentivescosts-sharingclausesConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsWhenworkingunderacontractchangemustbecontrolled.Week4ThecontractChangeControlSystemsmustlinktoprojectchangecontrolsystemsProcessbywhichacontract’sauthorizedscope(costsandactivities)maybemodified:paperworktrackingsystemsdisputeresolutionproceduresapprovallevelsnecessaryforauthorizingchangesIfyoudon’tincludechangecontrolsystemprovisionsintheoriginalcontract,whatwillhappen?ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsClassesofInternationalProjectsDomesticOverseasForeignGlobalDomesticOverseasForeignGlobalDoneathomeforclientsathome(e.g.mydayjob)Doingworkforlocalclientsinaforeigncountry(e.g.miningprojectforAustralianfirminNewGuinea)Doneinaforeigncountryforclientsinthatcountry(e.g.aprojectforMicrosoftperformedintheUSA)Donebyateamlocatedaroundtheworld(e.g.Siemensglobalproductdevelopmentteam)IssuesinInternationalManagementEnvironmentalfactorsGlobalexpansionChallengesSelectionandtrainingConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsInternationalAssignmentsPositivesIncreasedincomeIncreasedresponsibilitiesCareeropportunitiesForeigntravelNewlifetimefriendsNegativesAbsencefromhomeandfriends,andfamilySecurityrisksMissedcareeropportunitiesDifficultieswithlanguage,culture,andlawsConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelations6EnvironmentalFactorsFigure15.1EnvironmentalFactorsAffectingInternationalProjects

(Gray&Larson,2006,p490)Legal/PoliticalPoliticalstabilityNationalandlocallawsandregulationsGovernment,stateandlocalbureaucraciesGovernmentinterferenceorsupportGovernmentcorruptionSecurityInternationalterrorismNationalandlocalsecurityLocalcrimeandkidnappingRiskmanagementGeographyClimateandseasonaldifferencesNaturalobstaclesEconomicGrossdomesticproduct(GDP)ProtectioniststrategiesandpoliciesBalanceofpaymentsCurrencyandexchangeratesInflationratesLocallaborforce:supply,educational

andskilllevelsInfrastructureTelecommunicationnetworksTransportationsystemsPowerdistributiongridsUniquelocaltechnologiesEducationalsystemsCultureCustomsandsocialstandardsValuesandphilosophiesLanguageMulticulturalenvironmentsEnvironmentalanalysisinactionFigure15.2AssessmentMatrixProjectSiteSelection

(Gray&Larson,2006,p495)Figure15.3EvaluationMatrixBreakdownforInfrastructure

(Gray&Larson,2006,p495)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsCrossCulturalFactorsWeek4Week4OrganisationalculturemodelsCultureisasystemofsharednorms,beliefs,values,andcustomsthatbindpeopletogether,creatingsharedmeaningandauniqueidentityCulturalDifferencesGeographicregionsEthnicorreligiousgroupsLanguageEconomicWhatdowecallitwhensomeonehasabeliefthattheirculturalvaluesandmethodsaresuperiortoothers?Whatdowecallitwhensomeonehasabeliefthattheirculturalvaluesandmethodsaresuperiortoothers?EthnocentricPerspectiveWhatdowecallitwhensomeonehasabeliefthattheirculturalvaluesandmethodsaresuperiortoothers?EthnocentricPerspectiveYoufinditwhenpeopleareconductingbusinessinyourterms;stereotypingothercountriesItmanifestsasignoringthe“peoplefactor〞inotherculturesbyputtingworkaheadofbuildingrelationshipsYou(andI)needtomakeadjustmentswhendealingwithpeoplefromothercultures.RelativityoftimeandpunctualityCulture-relatedethicaldifferencesPersonalandprofessionalrelationshipsAttitudestowardworkandlifeConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsRelationtoNature:HowpeoplerelatetothenaturalworldaroundthemandtothesupernaturalTimeOrientation:Theculturefocusonthepast,present,orfutureActivityOrientation:Howtolive:“being〞orlivinginthemoment,doing,orcontrollingBasicNatureofPeople:Whetherpeopleviewedasgood,evil,orsomemixofthesetwoRelationshipsAmongPeople:ThedegreeofresponsibilityonehasforothersNote:ThelineindicateswheretheUnitedStatestendstofallalongtheseissues.Figure15.4Kluckhohn–Strodtbeck’sCross-CulturalFramework

(Gray&Larson,2006,p495)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsCulturalDimensionsFrameworkIndividualismversuscollectivismIdentifieswhetheracultureholdsindividualsorthegroupresponsibleforeachmember’swelfarePowerdistanceDescribesdegreetowhichacultureacceptsstatusandpowerdifferencesamongitsmembersUncertaintyavoidanceIdentifiesaculture’swillingnesstoacceptuncertaintyandambiguityaboutthefutureMasculinity-femininityDescribesthedegreetowhichthecultureemphasizescompetitiveandachievement-orientedbehaviorordisplaysconcernsforrelationshipsFigure15.5SampleCountryClustersonHofstede’sDimensionsofIndividualism–CollectivismandPowerDistance

(Gray&Larson,2006,p499)Whereareweonthisgrid?ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsRelyingonLocalIntermediariesTranslatorsSocialconnectionsExpeditorsCulturaladvisorsandguidesCultureShockThenaturalpsychologicaldisorientationthatpeoplesufferwhentheymoveintoadifferentcultureCopingwithCultureShockCreate“stabilityzones〞resemblinghomeModifyexpectationsandbehaviorRedefineprioritiesanddeveloprealisticexpectationsFocusontasksandrelishaccomplishmentsUseprojectworkasabridgeuntiladjustedtothenewenvironmentEngageinexercise,meditation,relaxation,andkeepajournalFigure15.5CultureShockCycle

(Gray&Larson,2006,p507)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsSelectionandtrainingforoverseasjobsSelectionFactorsWorkexperiencewithculturesotherthanone’sownPreviousoverseastravelGoodphysicalandemotionalhealthKnowledgeofahostnation’slanguageRecentimmigrationbackgroundorheritageAbilitytoadaptandfunctioninthenewculture AreasforTrainingReligionDresscodesEducationsystemHolidays—nationalandreligiousDailyeatingpatternsFamilylifeBusinessprotocolsSocialetiquetteEqualopportunityLearningApproachestoCulturalFluencyInformation-giving—learningofinformationorskillsfromalecture-typeorientationAffective—learningofinformation/skillsthatraisetheaffectiveresponsesonthepartofthetraineeandresultinculturalinsightsBehavioral/experiential—avariantoftheaffectiveapproachtechniquethatprovidesthetraineewithrealisticsimulationsorscenariosConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsSuccessfulpartnerrelationshipsbeginwiththesearch.Andjustlikeyouhavetodevelopateam,youhavetodeveloppartnerrelationships.SelectingTeambuildingProjectmanagersProjectstakeholdersExpandthepartnershipcommitmenttoincludeotherkeymanagersandspecialistsBuildacollaborativerelationshipamongtheprojectmanagers.Voluntary,experienced,willing,withcommittedtopmanagement.ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsGoodpeoplearehardtofind.Soaregoodbusinesspartners.Ifyoufindgoodpartnersyouwanttostickwiththem3FantasticTips!Establisha“we〞asopposedto“usandthem〞attitudetowardtheprojectCo-location:employeesfromdifferentorganizationsworktogetherinsamelocationEstablishmechanismsthatwillensuretherelationshipwithstandsproblems4MoregreattipsProblemresolutionContinuousimprovementJointevaluationPersistentleadershipFigure12.2ProjectPartneringCharter

(Gray&Larson,2006,p387)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsItisimportanttoCelebrateSuccessAtmajormilestonesandtheendedoftheprojectConductajointlyreviewofaccomplishmentsanddisappointments.Holdacelebrationforallprojectparticipants.RecognizespecialcontributionsIt’saboutreinforcingpositivebehaviourFigure12.3SamplePartneringEvaluation

(Gray&Larson,2006,p389)ConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsPartnershipsfailregularly.Seniormanagementdon’tsupportyouCulturaldifferencesareforgottenorignoredThewrongmeasurementsareappliedThewrongincentivesareinplaceConceptswewillcoverProjectPartneringKeyPracticesinPartnershipsTypesofContractsContractChangesInternationalProjectsInternationalAssignmentsEnvironmentalFactorsCrossCulturalFactorsCross-CulturalOrientationsCulturalDimensionsFrameworkWorkinginDifferentCulturesSelectionandTrainingSuccessfulPartneringSustainingRelationshipsCelebratingSuccessPartneringFailuresTheArtofNegotiatingCustomerRelationsNegotiation:Artorscience?(Usually…)Everyoneisonthesameside—OURSEveryoneisboundbythesuccessoftheprojectEveryonehastocontinuetoworktogetherProjectmanagementisNOTacontest.PrincipledNegotiationscallforSeparatingthepeoplefromtheproblemFocusingoninterests,notpositionsInventingoptionsformutualgainAndwheneverpossible,useobjectivecriteriatohelpyouachieveyourgoalsIfpushed,don’tpushbackAskquestionsinsteadofmakingstatementsUsesilenceasaresponsetounreasonabledemandsAskforadviceandencourageotherstocriticizeyourideasandpositionsUseFisherandUry’sbes